8-4 Why should we segment markets and target certain segments? Are there benefits in doing so? Are there drawbacks?
8-5 How should market segments be defined? Three good ways to do it. Who the customers are Where they are How they behave
8-6 Do these same approaches apply to organizational markets? Examples?
8-7 Exhibit 8.5 Steps in Constructing a Market-Attractiveness/Competitive- Position Matrix for Evaluating Potential Target Markets 1. Choose criteria to measure market attractiveness and competitive position. 2. Weight market attractiveness and competitive position factors to reflect their relative importance. 3. Assess the current position of each potential target market on each factor. 4. Project the future position of each market based on expected environmental, customer, and competitive trends 5. Evaluate implications of possible future changes for business strategies and resources requirements.
8-8 A Useful Tool for Assessing Market Segments: Segment Rating Chart WEIGHTRATING (0-10)TOTAL Market attractiveness factors Customer needs and behavior.5105.0 Segment size and growth rate.372.1 Macro trends.281.6 Total: Market attractiveness1.08.7 Competitive position factors Opportunity for competitive advantage.674.2 Capabilities and resources.251.0 Industry attractiveness.271.4 Total: Competitive position1.06.6
8-9 How should we decide which segments to target? l Market Attractiveness High (8-10) Moderate (4-7) Low (0-3) High (8-10) Moderate (4-7) Low (0-3) Companys Competitive Position l = Market attractiveness and competitive position of distance runners segment
8-10 Exhibit 8.9 Implications of Alternative Positions Within the Market- Attractiveness/Competitive-Position Matrix for Target Market Selection, Strategic Objectives, and Resource Allocation High Low Med. Market Attractiveness Competitive Position Strong Medium Weak Desirable Potential Target Protect position: Invest to grow at max. digestible rate Concentrate on maintaining strength Desirable Potential Target Invest to build: Challenge for leadership Build selectively on strengths Reinforce vulnerable areas Build selectively: Spec. in limited strengths Seek to overcome weak. Withdraw if indications of sustainable growth are lacking Desirable Potential Target Build selectively: Emphasize profitability by increasing productivity Build up ability to counter competition Manage for earnings: Protect existing strengths Invest to improve position only in areas where risk is low Limited expansion or harvest: Look for ways to expand w/out high risk; otherwise min. invest. and focus operations Protect and refocus: Defend strengths Seek ways to increase current earnings without speeding markets decline Manage for earnings: Protect position Minimize investment Divest: Sell when possible to maximize cash value Meantime, cut fixed costs & avoid further investment Sources: Adapted from George S. Day, Analysis for Strategic Market Decisions (St. Paul: West, 1986), p. 204; D. F. Abell and J. S. Hammond, Strategic Market Planning Problems and Analytical Approaches (Englewood Cliffs, NJ: Prentice Hall, 1979); and S. J. Robinson, R. E. Hitchens, and D. P. Wade, The Directional Policy Matrix: Tool for Strategic Planning, Long Range Planning 11 (1978), pp. 8-15.
8-11 What targeting strategies are available? When should each be used? Niche-market strategy Mass-market strategy Growth-market strategy